Rothman Consulting Group, Inc. Vol 7, #1: Avoid Death Marches January 25, 2010 In This Issue: Avoid Death Marches Join the Teleseminar Series: Prevent Your Agile Titanic Group Coaching for Managers and Project Managers Avoid Death Marches Death marches, the end of the project when people work too much overtime, try to finish
I’ve been busy the last couple of weeks, first preparing and then delivering the teleclass, 3 Crucial Factors for Preventing Your Agile Titanic. If you missed the call, you can still sign up for the replay. If you like what you heard on the replay, join us for the whole series of calls, starting Feb
Wow! I can hardly believe how many people have signed up for the brand-new free teleclass, “3 Crucial Factors For Preventing Your Agile Titanic” that Gil Broza and I will be teaching next week! I guess we struck a nerve with many people who want (or need) to get Agile going, and who don’t have
I have a question for you: Have you come across team whose first attempt at Agile adoption resulted in conflicts, pain, or just fell short of expectations? I’ve met plenty of teams like that. I’ve heard statements like “nobody knew what they were doing”, “management still dictated an impossible deadline” and “those sprints became small
I’m back from our AYE conference planning. I had a blast. The best thing, aside from being able to publish our program, is that we discovered that when we are together, the creative juices fly. For example, instead of two people pairing to teach the warm-up tutorial, we decided we all teach the tutorial. Not
I was reading, Nervous about an interview? Try this! and thought, hmm, I’ve said something like that before, haven’t I? I have, but in slides (for my Hiring for an Agile Team tutorial and workshop and in my other workshops) and in person, but not on this blog. So, let me say it here: Good
The December Harvard Business Review has an article, Is the Rookie Ready? (You have to subscribe and pay to read the whole thing.) The story is this: Kristen is the new project manager, reporting to Tim. The old PM left because Tim, who’d been her manager for 6 months didn’t know how to work with
I’ve been talking with a colleague who is looking for a job. He’s comparing two senior engineering jobs. At one interview, it was clear that the manager makes all the technical decisions. No, the manager doesn’t code anymore; he makes all the technical decisions though, for a 12-person group. At the other job, it looked
Agile approaches work for projects. Have you considered how to make agile work for a program? A program is composed of several projects, typically across the organization. Each of the sub-projects delivers value. But the real value to the organization is when all of the projects deliver results in a synchronized fashion. Since agile approaches
Daniel wrote a lovely post, Kill, commit, or transform your projects over on praglife. Keeping projects around that are not staffed, multitasking on several projects (committing to none of them), and running away from reality doesn’t help anyone. The projects don’t finish faster–they finish, if at all, slower. The people don’t have a sense of